Hey product folks!
Last week, we dove into the murky waters of Ambiguity, the second of our Five Deadly Sins of Strategy. We explored how unclear strategies can leave teams feeling lost, working hard but not necessarily smart.
Today, we're taking it a step further. We're not just identifying the problem—we're exploring a real-life example and learning where ambiguity comes from.
Ambiguity in a real-life example
Picture this: At BobCo, a fintech company, Larry, the product leader, kicked off the year with a grand strategy presentation during an energetic company-wide event. The team left feeling inspired and ready to build. New features rolled out rapidly, and the atmosphere buzzed with enthusiasm.
However, as the months passed, cracks began to show. The features, though innovative, were disconnected and failed to align with the company’s vision. By year-end, the product had become a patchwork of functionalities, leaving Larry frustrated and the team feeling disjointed.
The Root of Ambiguity
The problem was clear: ambiguity in how the strategy was communicated. Larry had assumed that one impressive presentation was enough to align the team. But the strategy hadn’t been broken down into actionable, digestible pieces that everyone could connect to their day-to-day work.
This realization hit hard during a roadmap review. Larry saw that while his team was full of talent and energy, they lacked the clarity to channel it effectively. The strategy needed to move from being a lofty idea to a shared, actionable understanding.
Sounds familiar? You are not alone. Many of you shared similar experiences:
"Since we have a lot of priorities, it's hard to focus only on a few priorities."
"My team isn't consistent and doesn't have any specific points. Everyone is free to do anything, resulting in nothing."
"We are trying to do too much without being targeted."
Planting the Seeds of Strategy
A strategy isn’t a single towering tree planted overnight; it’s a collection of seeds that need to be sown carefully, nurtured with clarity, and tended over time. Larry thought one grand gesture would grow a forest, but his team needed guidance to water and nurture each seed at their own pace.
The Lesson
Great strategies don’t grow in a day. They require time, care, and constant tending to flourish. As product leaders, we need to ensure that our strategies are more than just lofty ideas—they must be clear, actionable, and nurtured through consistent reinforcement.
Cultivate Your Strategy: The 5W Clarity Check
Ask Yourself: Are you planting seeds of clarity in your strategy, or are you expecting a forest to grow from a single speech? Let's dig deeper with the 5Ws:
- Who: Have you clearly identified all key stakeholders, including team members, customers, investors, and partners involved in and affected by your strategy?
- What: Can your team articulate the specific objectives and deliverables of your strategy without hesitation?
- When: Is there a well-defined timeline with clear milestones for your strategic initiatives?
- Where: Have you specified the target markets, regions, or areas of focus for your strategy?
- Why: Can everyone on your team explain the underlying motivations and rationale behind your strategy?
This Week's Growth Challenge: Choose one of the 5Ws where you see room for improvement. Commit to one small, specific action you'll take this week to bring more clarity to that aspect of your strategy.
Share your chosen W and action in the comments!
Let’s get a conversation going - feel free to book some time with me for an office hour here.
And if this tale of strategy sounds familiar, share it with a friend. Misery loves company, after all.
